Team Development

Group process observation process observer must first of all be respectful when observing and advising different and combined groups. He or she must try to understand as well as observe the state of both individual and combined group relationships. To remain impartial when observing, a process observer must move equally between the groups, observe the groups alone as well as together, and also know how to sit quietly and not appear to take sides during individual or group conflicts or cause group members to be conscious of the fact that the group is being observed ("Process observer guidelines," 2008).

A process observer should take note of whether the group atmosphere is conducive to free, friendly, and open dialogue. Is the atmosphere tense or relaxed, and if so, for what reasons? Are tensions issue-driven or personality-driven? Process observers should also note the energy level of the group. Was it high or low? Did the group members seem excited or exhausted, and did these emotional states seem justified? How did the energy level change when the groups were integrated? Participation must be gauged, as to whether it is equal, or if certain members dominate the discussion ("Process observer guidelines," 2008). Do certain group members play traditional roles in the group dynamic, like that of an initiator, a follower, blocker, etcetera (Richardson, 2004)? Do people have clear roles and a sense of responsibility to the group as well as to their own duties? How does this change when the composition of the group changes?

Above all, a group process observer should regard the quality of participant interaction, particularly how well the participants listen to one other, engage in constructive or destructive conflict, and engage in problem-solving activities. Do the participants seem to understand what they were to do and the long and short rage goals of the conflict? Has the group generated processes that can solve these conflicts ("Process observer guidelines," 2008)?

Works Cited

Richardson, Phil. (13 Jun 2004). "Small Group & Team Building Process." Based on W. Johnson & R.T. Johnson. Creative Conflict. Interaction Books, Edina, MN, 1987, pp. 2:27-28; and R.E. Quinn et. al., Becoming a Master Manager. Wiley, 1990, pp. 202-203. Revised 13 June 2004. Retrieved 10 Mar 2008 at http://gpi.sagepub.com

Process Observer Guidelines." Retrieved 10 Mar 2008 at http://www.brethren.org/together/downloads/ProcessObserverGuidelines.pdf